Organizational Justice and Human Resource Management
Robert G. Folger, Russell Cropanzano, Professor of Management and Entrepreneurship Russell Cropanzano
SAGE Publications, Apr 9, 1998 - Business & Economics - 278 pages
Why are some acts but not others perceived to be fair? How do people who experience unfairness respond toward others held accountable for the unfairness? This book reviews the theoretical organizational justice literature and explores how the research on justice applies to various topics in organizational behaviour including personnel selection systems, performance appraisal and the role of fairness in resolving workplace conflict.
Organizational Justice and Human Resource Management considers justice in organizations within a new framework - Fairness Theory - which integrates previous work in this area by focusing on accountability for events with negative impact on material and psychological well-being.
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( 1994 ) , along with two experiments by Kluger and Rothstein ( 1993 ) , also
suggest that abilities testing is less acceptable than other assessment devices .
On the other hand , one survey by Hayes , Citera , Brady , and Jenkins ( 1995 )
This suggests that adequacy is at most a partial mediator of the honesty effect . ...
This suggests that sincerity acts as a mediator in its own right ( see Bies , 1989 ,
Bies et al . , 1988 , and Sitkin & Bies , 1993b , for a similar perspective ) .
This suggests that managers should maintain interpersonal decorum when
resolving conflicts . Resolving Conflict , Part III : Formal Grievance Procedures It
is perhaps easiest to understand grievance systems in reference to their
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Equity and Distributive Justice as Outcome Fairness
Process as Procedural and Interactional Justice
Two Theoretical Syntheses
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